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New Retail 2

New Retail 2.0

新零售2.0

Brands must assert control and gain access to customer data

品牌必须牢牢把握控制权,并获取客户数据

New insights will improve experience, raise margins, and lower costs

新洞察将帮助品牌改善体验、提升利润、降低成本

by Sheilen Rathod

作者:Sheilen Rathod

President, Consumer Engagement, Commerce and Marketing Technology, China

中国客户互动、商务及营销技术总裁

Ogilvy

奥美

Sheilen.rathod@ogilvy.com

 

Since the dawn of commercial trade, there have only been three sustainable ways to increase sales: (1) sell to more customers; (2) sell more to the same customers; and (3) sell more expensive items to the same customers.

自商品贸易产生以来,只有三种方式能够可持续地增加销售:1)将商品出售给更多客户;2)将更多的商品出售给同一批客户;3)将更贵的商品出售给同一批客户。

More than ever, digital and data are empowering brands to pull all three levers to drive their businesses. Digital transformation is accelerating in every facet of life and none more so than in the retail environment. Some researchers predict that spending on technology in the retail sector will exceed $200 billion this year. eMarketer predicts that e-commerce this year will contribute 30 percent of China’s total retail sales, which are expected grow to grow 7.5 percent.

数字化和数据正以前所未见的强大力量帮助品牌全面利用这三个杠杆来实现业务发展。数字化转型正加速深入人们生活的方方面面,而零售环境的数字化转型则进展最为迅速。有些研究人员预测,零售业今年的科技支出将超过2000亿美元。eMarketer预计,电商今年将占据中国零售总额的30%,增长幅度有望达到7.5%。

Despite—or because of—this enormous growth, brands have a serious problem. Lured by the appeal of reaching more customers from upper to lower tier markets, brands have given up their customer data to the behemoths of e-commerce platforms. The last mile in every transaction has been owned by Alibaba and Tencent, who built their Data Management Platforms and Consumer Data Platforms from the data they collect from the customers that brands attract to their sites.

尽管增长迅猛——或者正是由于如此迅猛的增长,品牌面临着一个严重问题。为了触及各级市场上的更多客户,品牌将自己的客户数据拱手送予电商巨头。阿里巴巴和腾讯始终掌控着每笔交易的“最后一英里”,它们用来构建数据管理平台和消费者数据平台的信息资料是从顾客处搜集得来,而把这些顾客吸引到其网站的却是各类品牌。

Unless brands take action, this trend is likely to continue as spending on retail technology increases. Much of this spending will go into offline retail, with more digital widgets leveraging data to produce better customer experiences. Many brands will be trying (albeit in vain) to keep up with the trail blazed by Alibaba’s Hema and JD’s Fresh, as they continue to leverage their deep customer understanding and fuel the ever-increasing demands of the Chinese consumer for fresh food and rapid delivery.

如果品牌不采取行动,随着零售科技支出的增加,这一趋势很可能持续。这部分支出将主要流向线下零售,同时辅以更多数字小程序,以运用数据提升客户体验。很多品牌将试图追随阿里盒马生鲜和京东生鲜的脚步(但徒劳无功),而后者将继续凭借对客户的深入了解实现发展,并进一步推动中国消费者对生鲜产品和快速配送日渐增长的需求。

The adoption of augmented reality, virtual reality, robotics and the Internet of Things will rapidly expand in a mall near you, where brand experiences—at least those in owned retail spaces—are easily managed, and direct contact with the consumer is more readily available. Ironically, it’s in the online world (where many companies expect growth to come from) where we see a greater data challenge.

增强现实、虚拟现实、机器人技术和物联网将在你身边的商场快速普及,在这些零售场所(至少是自营零售空间),品牌体验易于管理,直接接触消费者也更加容易。讽刺的是,我们发现线上空间(很多公司都希望到线上空间寻求增长)存在着更大的数据挑战。

Data vital in competitive market

数据在竞争市场中的重要性

The rapid growth in e-commerce has made selling to more customers more viable than ever. China’s huge e-commerce platforms (and the myriad of smaller ones) have enabled brands to penetrate provinces that were previously geographically and logistically impossible to operate in (at least profitably). Brands that were once the privilege of the Tier 1 populace are now available, usually delivered in 24 hours, anywhere in China. Whether movement of Chinese consumers from “needs” to “wants” or the massively increased availability of products are the driving forces, the net result has brought more customers to brands large and small.

电子商务的快速发展让品牌能够向更多的客户销售产品。中国的巨型电商平台(以及众多小电商)为品牌提供了深入偏远省份的机会——从前,由于地域阻隔和物流限制,很多品牌无法在这些地区开展业务(至少无法盈利经营)。以往只有一线城市消费者才能接触到的品牌如今已走向全国各地,一般只要24小时,它们就能把产品送到中国的任何一个角落。不管发挥推动作用的是中国消费者从“需求型”消费到“享受型”消费的转变,还是产品供应范围的显著扩大,其最终结果都是大大小小的各类品牌均得以触及更广大的客户。

This development produced unanticipated consequences. Due to the lower barriers to entry, e-commerce channels have enabled numerous smaller brands to get access to the market, driving up competition and forcing all brands to spend heavily to maintain market share. Alibaba generated RMB 218 billion ($31.6 billion) in advertising revenue in 2018 (larger than all the ad revenue spent on TV combined), a clear reflection of the opportunity and the challenge brands are facing.

这一变化产生了意想不到的影响。由于准入门槛变得更低,电商渠道令众多小品牌得以进入市场,它们的到来导致竞争升级,迫使所有品牌都投入重金维护自己的市场份额。2018年,阿里巴巴取得了2180亿元(316亿美元)广告收入(高于电视广告收入总和),这明确反映了品牌面临的机遇与挑战。

Cleverly, Alibaba and Tencent then turn around and charge brands for data on their own customers—which can only be used within the platform’s ecosystem. The costs for using platform data (essentially being able to place the right content in front of the right type of customer) have increased in the last three years.

阿里巴巴和腾讯转而向品牌收取客户数据使用费——这些数据只能在其平台生态系统内使用。过去三年,使用平台数据的成本增加了(使用此类数据的根本目的就是向合适的客户投放合适的内容)。

So, although the precision of the marketing within these platforms has increased, and the functionality of Alibaba’s UniMarketing and Tencent’s Blackdragon, are providing brands with more customer data more than ever, it’s the commerce platforms that have become the intermediator in the brand-to-customer relationship. It’s as if all brands, including the luxury ones, have receded into a classic FMCG-type consumer engagement, where the retailer owns the customer and the experience, the brand just supplies the products.

因此,虽然这些平台上的营销精准度有所提升,并且阿里巴巴的全域营销(UniMarketing)和腾讯的小黑龙(Blackdragon)功能也大幅提升,能够为品牌提供更多的客户数据,但电商平台却成了品牌与客户之间的中间商。这就好像所有品牌——包括奢侈品品牌——都退回到了一种传统的“快消式”消费者互动关系中,即零售商拥有客户和体验,而品牌只是提供产品。

This is all fine when sales keep increasing. But as sales start to stall, competition increases, and margins are squeezed, brands start to ask questions: Who is my most valuable customer? Which of them can I get to buy more? Who should I target to upsell? Who might be the right one to target to cross sell?

如果销售额持续增长,如此以往也不成问题。而一旦销售增长开始停滞、竞争加剧并且利润受到挤压,品牌就会产生疑问:谁是我们最有价值的客户?哪些客户会购买更多商品?我应该向哪些客户进行升级销售?又该向哪些客户进行交叉销售?

Brands must reclaim customer relationship

品牌必须重新掌握客户关系

Brands need to know their consumers better themselves in order to establish their own relationship with the consumers that they own.

品牌必须更好地了解客户,以便直接、自主地与消费者建立关系。

Data, of course, is the key building block of this relationship, enabling an understanding of product purchase, consumption, usage and ultimately re-purchase. Consumer data, when used correctly, enables the upsell and cross-sell of products, personalization and, importantly these days, the enhanced experiences that seem to be all the rage.

数据当然是这一关系的重要基石,拥有数据才能了解产品的购买、消费、使用乃至回购情况。消费者数据如果使用得当,就能帮助品牌实现升级销售、交叉销售、产品个性化以及现如今最重要的一点——提升体验。

Perhaps driven by a slowdown in growth, or an awakening to ever-reducing margins on e-commerce, the change is coming.

也许是由于增长放缓,或者是终于意识到电商平台上的利润率一直在不断缩水,变化已经初露端倪。

Once a brand has a direct relationship with its customer—which means it has direct access to its own consumers—promoting a product or a service is a much lower cost or (if through owned channels) free. In addition, the effort spent to learn more about the customer tastes, household make-up, family demographics will improve the “right time, right place right” message and have a direct correlation to sales or customer satisfaction scores.

品牌一旦与客户建立了直接关系——即能够直接接触到自己的客户,产品或服务的推广成本就会低得多,甚至达到零成本(如果通过自有的渠道)。而且,如果能进一步了解客户品味、家庭组成、家庭年龄结构,品牌就能更好地做到“在合适的时机、合适的地点传递合适的信息”,并将传播效果与销售额或客户满意度得分直接挂钩。

Evidenced by the development of more than five million We-Chat mini programs in 2018, brands today not only want to improve their customer experience, but they also want to take control of their own data. These apps, living within the WeChat ecosystem, enable brands—with a little bit of tech—to capture every single customer data point.

2018年有500多万微信小程序开发完成,这足以证明,如今的品牌不仅要改善客户体验,还要掌控自有数据。微信生态体系中的这些app让品牌只消借助少许技术手段就能捕捉到每一个客户数据点。

This enables brands to really know their customers and allows them to build meaningful relationships with customers, pulling data into their Customer Relationship Marketing systems and pushing exclusive, personalized experiences back to customers. Brands then can know who will buy more, and who will buy at a premium.

如此一来,品牌就能真正了解自己的客户,并与客户建立有意义的关系,从而将数据收集到自己的客户关系营销系统,并以独特的个性化体验回馈客户。进而,品牌就能了解到哪些客户会购买更多的产品、哪些客户愿意支付更高的价格。

Not only that, knowing who your customer is means a brand can deliver a better experience, increasing the likelihood of repeat purchases and driving down the cost of acquisition, therefore improving margins. Alibaba and Tencent may still own a majority of the inventory to reach these customers, but brands are pushing hard to take back control of their own customers.

不仅于此,真正了解自己的客户还能让品牌提供更好的体验、增加再次购买的可能性并降低客户获取成本,从而提高利润率。接触这些客户的渠道或许仍主要掌握在阿里巴巴和腾讯手中,但品牌也正努力拿回对其客户的控制权。